Managers' Learning Circles
"Governance - A Manager's Perspective"
"I don't get any support from my committee."
"My committee won't let me make decisions."
"My committee wants to run the show."
"My committee gives me a free hand , they just rubber-stamp my decisions."
"My committee wouldn't dream of doing any training."
I've heard these comments many times over in the past five years. They all indicate (to me, at least) that things aren't running as they should - or could.
When committees are running the show, the talents - and salary - of the manager are being wasted.
When committees rubber-stamp managers' decisions, the talents and time of the committee are being wasted and the manager is doing the wrong job.
In both these instances accountability for proper use of funding has gone out the window.
So, what to do?
In our next Managers' Learning Circle on 12th August, we'll look at examples of best practice in board/committee functions, and how the relationship between them and the manager is crucial in effectively spending our funding.
If we could only clarify the differing roles of management and committees, we would be making an excellent start, so that's where we'll begin. Of course there are overlaps - the grey areas - and we'll examine them as well.
I invite managers to bring a committee member (or two) along to this Circle, and promise to be gentle with them.
